Category: leadership

Two Facets of Leadership

Effective and responsible exercise of power is essential.
There are two very basic facets of leadership:
1. The ability to obtain (and maintain) a position of leadership.  This ability may be innate – extroversion, ambition, aggressiveness, all the “dark triad” traits much admired by the “gamesters,” the ability to play the political game, a ruthless cunning, a “Machiavellian” mindset, etc.  This ability may be at least in part tangential to one’s self – a de jure or de facto affirmative action policy, nepotism (including hereditary monarchy), sexual favoritism (e.g., attractive and incompetent females pushed forward by male prurient interests), etc.

2. The ability to be an effective leader, and achieve goals and objectives, once in a position of power. This is for the most part derived from innate ability, although of course “circumstance” can sometimes play a role.
The vast majority of people are deficient in both aspects of leadership.  Very rare is the individual who combines both aspects to a high degree, such historical figures such as Napoleon and Hitler come to mind.  Also extremely rare are individuals who are strong in #2, but deficient in #1, but who nonetheless find themselves in positions of authority – such “happy accidents” may be due to real accidents of history, or perhaps such an individual finds themselves appointed to a leadership position by a higher authority who recognizes their competence.
The major problem in any organized society are those strong in #1, but deficient in #2. Such are those who fill the overwhelming majority (close to 100% in most cases) of leadership positions in a wide variety of enterprises: political and metapolitical, military, business, academia, private organizations and clubs of all types, etc. These make up virtually the entire political class in America – White politicians in any case – idiot savants whose only ability is self-promotion, the treasonous elites of the contemporary West. The “movement” has long been plagued by this phenomenon – the “wrong people in charge” problem.  This has done more to hold back human progress than anything else, this is responsible for the work-wasting friction of “office politics” that bedevils every organization under the sun, this is the pernicious aspect of human nature that a future re-ordering of society must, to the extent possible, correct.
Perfection in these matters is likely impossible; nevertheless, there is room for considerable improvement.  A re-ordering of the “movement,” preceding a re-ordering of society, must have as a foundation that leadership must be reserved for those who are strong in #2.  The top leadership will no doubt be those who combine strong aspects of both 1 and 2, but those strong in 1 only must be weeded out and replaced by those at least strong in 2, who can, at least, fill the bulk of leadership (as those strong in both 1 and 2 are rare, and will, by their nature, rise up toward the pinnacle positions at the top of the hierarchy).